This paper will apply project management skills to Brown Educational Gaming studio Ltd - Case Study Example

Also, we will discuss the process of exploring the model, arriving at recommended actions and implementing these actions within the culture of the organization. "Brown Educational Gaming Company (BEG) is a UK-based educational gaming company specialising in young children's educational games. The company has operated from the start through projects, starting with the development of two major and highly successful games. Now there are many more; no-one quite know how many projects are taking place at BEG at present if the truth be known.

BEG has just completed their fourth year of operation. The company has received a large influx of capital for growth by issuing stock privately through an investment bank. The return on investment for the 2006 and 2007 was 80% per year and for 2007-08 will be 25%. Parents and grandparents of young children have been buying BEG products almost as fast as they are developed. Every member of the 56-person firm is enthusiastic and looking forward to helping the firm grow to be the largest and best educational gaming company in the world.

The founder of the firm, Sally Peters, has been awarded the accolade of The Guardian Business Woman of the Year 2007 for her ability to develop an organizational culture in which all stakeholders are committed to innovation, continuous improvement and organizational learning. Last year, the 10 top managers of B. This year the same 10 managers had a weekend away in a 4 star hotel in Barcelona, to formulate next year's strategic plan, using the same strategic plan. Most executives seem to have a consensus of where the firm should go in the intermediate and long-term, but there is little consensus on how this should be accomplished.

Peters, now Managing Director of BEG feels she may be losing control. The frequency of conflicts seems to be increasing. Some individuals are always requested for any new project created. When resource conflicts occur among projects, each project managers believes his or her project is most important. More projects are not meeting deadlines and are coming in over budget. Yesterday's management meeting revealed some top BEG talent have been working on an international business game for college students.

This project does not fit the organization's vision or market niche. At times it seems everyone is doing what they like. Somehow more focus is needed to ensure everyone agrees on how strategy should be implemented, given the resources available to the organization. Yesterday's meeting alarmed Peters. These emerging problems are coming at a bad time. Next week BEG is increasing the size of the organization, the number of new products and its marketing effort. Fifteen new people will join BEG next month.

Peters is concerned that policies be in place that will ensure that the new people are used most productively. An additional potential problem looms on the horizon. Other gaming companies have noticed the success of BEG; recently one rival company tried to hire a key product development employee away from BEG. Peters wants BEG to be ready to meet any potential competition head on and to discourage any new entries